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• 1. [Article] Informing the Plan - Incorporating Stakeholder Hopes, Dreams, and Concerns: An Assessment of the Creekside District Master Plan

  In April 2011, the City of Beaverton adopted its Civic Plan Central City Strategy (“the Civic Plan”). The Civic Plan provided a new understanding of the Central City. One of the Civic Plan’s most important ...

  Citation × Citation Citation Abstract Copy Title: Informing the Plan - Incorporating Stakeholder Hopes, Dreams, and Concerns: An Assessment of the Creekside District Master Plan Author: Merrick, Meg Year: 2014 In April 2011, the City of Beaverton adopted its Civic Plan Central City Strategy (“the Civic Plan”). The Civic Plan provided a new understanding of the Central City. One of the Civic Plan’s most important strategic goals was the transformation of the Creekside District (an underutilized 50-acre site situated at the heart of the Central City) into a vibrant, sustainable, mixed-use community. The Creekside District master planning effort (that was supported by a HUD Community Challenge Grant) has built on the Civic Plan, Beaverton’s Community Vision (2010), the Beaverton Urban Renewal Plan (2011), and Metro’s 2040 Growth Concept. The Creekside District Master Plan and Implementation Strategy outlines the investments, projects, and programs that will be needed to transform the District into “a vibrant, mixed-use, transit-oriented downtown neighborhood, where people enjoy easy access to the natural environment, safe and reliable transportation and parking systems, and opportunities for jobs, housing, and entertainment” (Creekside District Master Plan and Implementation Strategy, 2014). Central to the Creekside District master planning process was the engagement of the current business owners and residents in and immediately surrounding the District – in other words, those who will be most directly impacted by the plan. Additionally, recognizing that a significant number of the small business owners and residents who would be affected are racial and ethnic minorities, the City put special emphasis on engaging these typically underrepresented groups in the planning process. The purpose of this report is to assess how well the public input, that was gathered throughout the Creekside District master planning process, has been considered and incorporated into the Creekside District Master Plan. Specifically, this report focuses on the findings of the outreach efforts directed at those most directly impacted by changes to the Creekside District: business owners within the District; residents in and adjacent to the District; and minority community leaders and youth. Following public engagement best practices, the City sought input from these stakeholders early in the planning process to gain a better understanding of how the District does and doesn’t work for them, as well as stakeholders’ hopes for its future. Beginning in the fall, 2012, Beaverton planners conducted a Creekside District mobility audit with transportation planners, representation from the disability community, and pedestrian advocates to get a better understanding of the barriers to mobility, access, and transportation generally within the District. The results of this audit were integrated into the City’s existing conditions analysis. Title: Informing the Plan - Incorporating Stakeholder Hopes, Dreams, and Concerns: An Assessment of the Creekside District Master Plan Author: Merrick, Meg Year: 2014 In April 2011, the City of Beaverton adopted its Civic Plan Central City Strategy (“the Civic Plan”). The Civic Plan provided a new understanding of the Central City. One of the Civic Plan’s most important strategic goals was the transformation of the Creekside District (an underutilized 50-acre site situated at the heart of the Central City) into a vibrant, sustainable, mixed-use community. The Creekside District master planning effort (that was supported by a HUD Community Challenge Grant) has built on the Civic Plan, Beaverton’s Community Vision (2010), the Beaverton Urban Renewal Plan (2011), and Metro’s 2040 Growth Concept. The Creekside District Master Plan and Implementation Strategy outlines the investments, projects, and programs that will be needed to transform the District into “a vibrant, mixed-use, transit-oriented downtown neighborhood, where people enjoy easy access to the natural environment, safe and reliable transportation and parking systems, and opportunities for jobs, housing, and entertainment” (Creekside District Master Plan and Implementation Strategy, 2014). Central to the Creekside District master planning process was the engagement of the current business owners and residents in and immediately surrounding the District – in other words, those who will be most directly impacted by the plan. Additionally, recognizing that a significant number of the small business owners and residents who would be affected are racial and ethnic minorities, the City put special emphasis on engaging these typically underrepresented groups in the planning process. The purpose of this report is to assess how well the public input, that was gathered throughout the Creekside District master planning process, has been considered and incorporated into the Creekside District Master Plan. Specifically, this report focuses on the findings of the outreach efforts directed at those most directly impacted by changes to the Creekside District: business owners within the District; residents in and adjacent to the District; and minority community leaders and youth. Following public engagement best practices, the City sought input from these stakeholders early in the planning process to gain a better understanding of how the District does and doesn’t work for them, as well as stakeholders’ hopes for its future. Beginning in the fall, 2012, Beaverton planners conducted a Creekside District mobility audit with transportation planners, representation from the disability community, and pedestrian advocates to get a better understanding of the barriers to mobility, access, and transportation generally within the District. The results of this audit were integrated into the City’s existing conditions analysis. Close